CRM In the Contact Centre - Best Practices Workshop - Carpedia
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CRM
In the Contact Centre
Best Practices
Workshop
• Contact Center Trends
– Call Centers to Multimedia
Contact Centers
– Customer Expectations
• Who Is on the Cutting Edge?
– CRM Case Studies: USAA,
Capital One, and Whirlpool
– Specific Contact Center Best
Practices
• ‘What makes it happen’
– People: Skills and Training
– Process: How to Move to a
World Class Contact Center
– Technology: Not Too Far Out
– Metrics: Support a Learning
Organization
“Contact centers” have
evolved to replace “call
centers” in the lexicon
• Customer pick and choose the way they want to communicate with
companies and expect companies to deliver a high-quality
customer experience, regardless of what channel they choose
• The Internet has transformed customer support. It adds a real-time
communication channel—at greatly reduced costs compared to
traditional channels
• Companies face new channel management, human resources and
technical challenges to provide successful customer centric service
• Most companies believe that the Internet will be the dominant
approach to customer self-service by 2007
• The Web allows a company to outsource a significant portion of the
customer service function directly to the customer through web-
based self-service systemsTelephone becoming
a bit player
• I997: 97% of customer
interaction at customer care
centers was handled by
telephone (with email
comprising 2% and other Web
communications the
remainder)
• 2008: Web-based
communication comprised
56%, e-mail 30%, and
traditional telephone inquiries
just 5% of total customer
contact
(Source: Forrester Research)Business drivers for
media blending
Improved reach and scalability of customer service
The popularity of self-service
Better customer service load balancing
Enhanced ability to capitalize on the purchase impulse
Consumers are flocking to the Internet
Computers don't sell—people do
Reduced telephone toll costs
Improved agent efficiency
Dot-coms must improve service or perish
(“The Multimedia Contact Center: Corporate Façade or Human Face,”
The Fletcher School of Law and Diplomacy, Todd Neff, April 2008)Contact center
example
Credit Card
Authorization
Agent Help Check Credit
Place Web
Callback
Order
Credit OK
Check
Inventory
Customer
Voice/Data Relationship
Order and Web Hub
Mobile Web
Browser OK
Voice-Web
Voice- Inventory
Collaboration
Inventory
Order Entry
OK
Web
Site
Cell Phone Call CenterCustomer
expectations
• Real-time, intelligent customer interaction
• Speed and high quality of service
• Integrated solutions – not piecemeal products
• Real-time access to their own, and company data
• Self-Service
• Access to company knowledge bases and the
ability to track and check on status
• Immediate and useful response to information
inquires Service and Business Process Trends
• 24/7 serviceBest practice
company’s vision
To provide a consistent customer experience
for customer queries and issues regardless of
the customer touch point, and ensure
appropriate responsivenessCustomer-centric
business
CRM • Consolidates all facets of
Web Based Services
• Marketing/Sales/Services business relationship
• Information/Brochures
• Market Management
• Portfolio Management •
• Professional Services Allows full knowledge of
• e-Commerce
• Campaign Management
• Sales Force Automation
(Auctions,Transactions) customer relationships
• Fulfillment
• Online Services/Support
• Self-Help Design and• Integrates CRM and
Customer Services
• Tracking online customer service
Enterprise Solutions • 1to1 specific audience
• Ordering
• Custom Orders
capabilities
• Automatic
Replenishment
• Fully digital
• Tracking supply/demand chain
• Billing/InventorySpecific contact center
capabilities
Common Capabilities Not Comprehensive
CRM Stage - Individual identification - Individual identification/
relationship - Personally (pull) customized offers
/relationship
- Single contact number - Back-end integration
- Single contact number
- Full integration w/ all touchpoints - Individual identification/relationship
- Team support/
Integrated CRM - Pre-populated screens - Pre-populated screens/CTI
links/systems
- Problem solving/solutions selling - Single contact number
- Pre-populated screens
- Segmented selling/sales - Segmented up-selling - Needs-based cross-selling
- Info differs by segment - Info differs by segment - Limited customization
Customer-Driven - Custom offers allowed - Custom offers allowed - Limited channel integration
- Full integration with other - Full integration with other - Simple collaboration with others
touchponts touchponts
- Some segment or target - Some segment or target - Some segment or target based
based scripting based scripting scripting
Customer-Sensitive - Standard offers - Standard offers - Standard offers
- No linkage to web/other - No linkage to web/other - No linkage to web/other channels
channels channels - Explicitly states where to buy
- Basic product information
- Static content
Mass-Driven - Basic information/scripts - Contact list for more info
- No specialized centers (win-
- One-size-fits-all incentives back, growth) - Mass offers
Get Keep Grow
Customers to Buy Valuable Customers Returning As Opportunities Arise
• MCI • Thomas Cook • SunTrust
• USAA • GE
• Lands End • First USA • Wells FargoUSAA case study
1998 Revenue Summary
More than 3 million customers Fees, Sales Other
and Loans 8%
– 1998 Revenue: $7,687 million 12%
Services offered
– Property, casualty and life insurance
– Merchandise sales
Insurance
Point of differentiation Premiums
– Extensive database with holistic customer profile 68%
Investment
– Integration of call center and database focusedIncome
on building learning relationship 12%
Strategic advantage
– Leverages customer knowledge to increase share of wallet
– Quality information to meet customers needs
– Controls issues and problems with strong complaint management systems
– Focuses on lifetime value and loyaltyUSAA was faced
with a big challenge
• Following dramatic
growth in the early
1990’s the company was
struggling to listen to
existing customers
• Calls were not being
satisfactorily covered
• Problems were going
unresolved
• Retention of customers
were becoming a
problemUSAA
infrastructure
solution
• The solution to USAA’s problem relied on the adoption of technology to
re-establish the lines of communication to its customers
– Developed a centralized call center/custom service support center utilizing
advanced screen telephones supplied by IBM in 1994
– Began building a data warehouse in 1997 initially to support its property and
casualty group
• By linking the two, USAA created a tool with two primary functions
– Marketing: Cross selling USAA products and services
– Each customer has opportunity: Process for resolving customer
problems/issues
• USAA now has 7,000 customer reps in seven regional call centers with
parallel access to product and customer databases on LAN’s within the
company, WAN’s, and legacy computer systems
• Regional call centers help to foster the perception of a “local presence”
• Customer contact representatives are specialized by line of businessUSAA: A process
change made the
difference
Process &
Organization Complaint/Issues
Relevant Customer Database
Channeled to One
Info. Pulled Up
Centralized Area
Database
Contact ECHO
Customer Database
Rep. New Customer
Info. Added
Action Member Relations
Acts on feedback Agent Feedback Dep’t
addressing
Long Range
customer need
Implications
Assessed
Results
– More than 300,000 complaints, compliments, and
suggestions handled with more than 100,000 pieces of
customer feedback processed through ECHO
– USAA has a 98% renewal rateUSAA uses call
•
center
Call center has flexible database;
any data can be inputted
for effective
• Each rep has entire customercustomer interaction
“picture” on screen
• Cross-selling not based on
products, but on customer needs.
Customer:
“I just had a baby.
I need more life insurance.”
USAA: “What else do you need?
College fund?
Trust information?
How else can we help?”Enabling
processes/tools
• Cross-functional/integrated
– Multipurpose, interactive Web sites includes functions of the more
basic service Web sites (content, FAQ, knowledge base and
trouble ticket management)
• Combine marketing, sales and service activities
– Ordering, online payments and account inquiries.
• Integrated with enterprise legacy systems and telephony
infrastructure.
– Includes authoring, text retrieval and search engines, scripting,
email, email response management systems, tracking and
escalation capabilities, workflow, problem resolution, interactive
chat/instant messaging, universal queuing, voice over IP,
personalization, push technology, security measures,
authentication.Provide call center telesales agents
real-time access to enterprise-wide
prospect/customer, market and
competitor data
Benefits
• Eliminates lost sales due to lack of follow-up
• Increases retention rates
• Increases effectiveness of each sales interaction
• Increased communication of and visibility to sales issues and
required sales activities
• More accurate and complete account data at the organization
levelThomas Cook Global
Services
Lands End
• Integrated both its financial services and travel
businesses into a single call center where
customers can have all of their needs met with
only one call.
• Legacy systems, telephony equipment, and
applications were linked, meaning that at the
single point of contact for the caller's transaction,
operators have access to his or her complete
transaction history.Enabling processes
and tools
• Provide real-time availability of customer data (profile data,
contract and entitlement information, account data,
contacts, org charts, business issues, account plans, order
and service history, etc.) for improved account planning and
sales interaction preparation
– Screen-pop specific targeted customer information to the
agent
– Utilize an integrated, enterprise-wide customer database to
predict the strategic value of customers
– Electronically distribute and consolidate up-to-date marketing
information
• Share best practices across the enterprisePeople are the most
critical factor in a
world class
organization
“The most consistent advice from best
practice contact centers around the
world is to put at least as much money
and attention into the development of
the skills of your people as you do for
your technology.”
(Call Center CRM Solutions Magazine)A media blended
contact center
presents host of new
HR challenges
• "Handling e-mail, engaging in chat and flying a browser are skills that the
typical call center agent simply is not used to exercising and represents
competencies that we have never screened before,” says one Rockwell
manager
• Many call centers making the transition to multimedia find that few voice-
oriented agents possess the needed skills—or the desire—required to
handle e-mail or other non-voice media: "Don't assume that the ordinary
agent will be good at handling e-mail or that they will automatically enjoy the
new experience, the manager says, "Also be cautious about impacting voice
service levels by adding e-mail demand to the mix.”
• Although one might instinctively believe that a bit more job variety would
appeal to agents and improve their job quality, this is not necessarily the
case. Said one former call center manager, "In my experience, people are
most comfortable doing one function."New communication
channels
require new skills
Telematics WebTV
Voice Over
IP
Technology
Savvy
Lightning
People Quick
Skills ThinkingNew Skills Required
• Technology skills to quickly and accurately function and navigate
your systems and resources
• The ability to learn software applications quickly
• Multimedia dexterity to simultaneously handle phone, email, Web
or fax
• Appreciation for the customer's time in responding accurately
completely and quickly to their requests
• Writing skills to explain the status of their request to customers
• Probing and problem-solving skills to resolve more complex
issues
• Patience and perseverance in finding information and solutions
• The ability to explain complex processes or steps the customer
must take in language that is not condescending or impatient
• Skills in working well as part of a teamEmerging skills
required - example
• Current and emerging applications of telematics require expert
assistance from live people:
– Provide directions to lost drivers
– Array of safety services
– Route planning
– Convenience and entertainment services
• These new services will require even more new skills from
contact center agents:
– Traffic updates will require map reading skills
– Emergency assistance will require crisis management skills and
emotional stability to handle emotional drivers
– Convenience services such as tips on nearby restaurants or coffee
shops will require concierge-type skillsNew workforce
management skills
are needed
• Forecasting/scheduling
contacts (calls, web, e- 60%
mails, faxes) and
handle times
25%
• Determine staff
requirements
5% 10%
• Track performance
• Centralized Enterprise Network
Resource Management Overhead
Equipment
PersonnelCustomer-centric
integrated strategy
Customer
feedback
Product/ Service
Development &
CHANNEL CHOICES Offerings
Fulfillment
PROBLEM SOLVING
CONCERN RESOLUTION
Web site
CROSS SELL
CUSTOMERS
MARKETING
BACK FRONT
VALUE
OFFICE PROSPECTS
OFFICE
FE & Call
Centers
Order
ManagementMake contact center
heart of a
customer management
• Employ broader metrics strategy
– Today’s call centers are tactical, frontline operations driven
by narrow metrics like call handling times - efficiency
– Contact center is guided by customer-centric metrics like the
ratio of proactive to reactive interactions and lifetime value -
effectiveness
• Include the contact center in the eBusiness planning
process
– Pursue both technological and organizational changes
– Appoint a cross-functional team that spans customer service,
eCommerce, and marketing, and that reports to the
eBusiness organization to set the strategy, priorities and
budget for the contact centerPlanning and
processes
• Establish an implementation road map
– Realistic plan
– Implement best-in-class point solutions for email response and
chat
– Develop plan for consolidating customer interaction data in 2003,
when context server software matures, and migrating to IP-based
solutions in 2005, as virtual contact centers become mainstream
• Incent customers to use lower-cost Web channels
– Promote --don’t bury --the customer service link on your Web site
– Reward customers for using lower-cost channels by offering a 5%
discount toward future Web purchases when customers use email
or self-service to resolve service issues
– Enhance Web site with detailed FAQs and call-back buttonsTechnology
• Speech-enabled IVR (interactive voice response)
systems
– To handle routine transactions and inquiries like order
status, account balance and return policies
– By implementing speech recognition software from vendors
like SpeechWorks and Nuance, firms will lower costs by
increasing the number of contacts handled through self-
service applications while allowing customer service agents
to focus on serving complex, higher-value interactions.
• Web-centric architecture
– To present a single face to the customer, companies must
leverage the Web ’s power to enable firms to share
information and coordinate action across all channels,
functions, and parties to the customer relationshipTechnology
Live assistance
• Leading B2B sites offer a variety of personalized attention:
– Sun.com or Cisco.com offer live chat with technical staff on their
Web sites
– IBM.com has implemented a “teleweb” capability where the user
clicks a button and a technical service rep calls within moments
– Sigma-Aldrich is working with Lucent to create an Internet call
where representatives will be able to see what’s on a customer’s
screen and provide live assistance.
Intelligent Features
– A growing number of B2B sites plan to deploy “intelligent” agents
such as “pop ups,” seemingly live content that responds to apparent
needs or provides options to go “live” with a customer service or
technical representative. This is based on indexing and profiling of
both the current event as well as past visits. The ultimate goal is to
provide a portfolio of help optionsVirtual applications
• Soon, companies may use wireless CRM systems to send
targeted messages to customers:
– A financial institution could notify a customer about a certificate of
deposit special when the customer calls in to check stock quotes. If
the customer is using a PDA, the special information could be
displayed while stock graphics download.
• Companies are breaking ground to establish virtual contact
centers:
– IP-based solutions from providers will “virtualize” the contact center
by allowing agents to work from any location --including their homes
--where there is an Internet connection and a multimedia PC
– Firms like Fingerhut and General Motors are planning to draw on a
deeper labor pool and hire lower-cost remote and part-time agentsContact center metrics with a
CRM focus
Level Identify Differentiate Interact Customize
Best of Breed Linkage between individual Robust customer Issue resolution is closed Extensive cross/upsell of
customers and their parent knowledge base enables loop - TSR has real time needs based solution
div/corp. extensive needs profiling & access to status & can bundles
Customer ID/ profile info is clustering accessible to pass to customer via email TSR can customize
integrated company wide TSR or fax services from several
(all call centers, web, Help tools simplify TSR TSR has real time access to dept’s (e.g., Set up billing
st
service centers, etc) recommendations inventory, project & for the 21 of the month
st
Differentiates customers by proposal status, etc instead of the 1 )
LTV Call center utilizes Call center is linked to
Customer file contains outbound communications interactive Web site for
relationship strategy flag w/permission real-time collaboration
(Acquisition/ Retention/
Growth)
Advanced Customers are ID’d before Higher level service for MVCs have dedicated TSR uses profile matching
TSR picks up (caller ID MVC’s supported by TSR/Team to compile personalized
system) systems Drip irrigation used to brochures, info, white
Customer profile Automated system collects collect needs/ preference paper, etc
automatically retrieved, needs/reason for call & info – each call builds on Customer can customize
TSR screen pre-populated routes call to specialist the last one call center services: (e.g.
w/info (CTI) Call center TSRs are Collects customer call me every Tuesday
Screen ID’s by value organized by customer satisfaction feedback morning with the status of
MVC/MCG/BZ status needs my new system)
st
Basic 1 time callers receive TSR knows some caller TSRs trained to handle 24x7 TSR availability
registration benefits/ preferences (best time to wide range of issues Some customized service
incentives to provide initial call, preferred mode of TSRs have access to options available: pref
profile info contact, etc) interaction history mode of communication,
Existing customers are Call routed by TSR Call center integrated best time to call
recognized via PIN availability/skills w/email, fax, web & has Has some self-service
Customer profiles are 800# options
accessible after ID/PIN Hot hand-offs to other
input groups
Golden questions
asked/answeredKey Concepts
• Notice the dates on the Best Practice Cases - Leaders have
been doing this a LONG time
• Technology is the enabler. People, Process, and Customer
Knowledge create the strategic advantage
• No one has put it all together though some have come close
• Best results from those who are implementing their
corporate strategy
• Best CRM from those who focus on it as part of their
‘charter’
• Remembering (and using) customer knowledge is critical to
growth and retention
• Linkages between touchpoints are critical to customer
satisfactionCarpedia Consulting (Pty) Ltd www.carpedia.co.za info@carpedia.co.za
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